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Welcome To Same World Networking

Sameworld.net is the networking blog for Supply Chain Specialists interested in creating channel partners around the globe.

A key essence for success in a new market is to identify the ‘Right Partner’. We appreciate the huge importance of this aspect and are willing to invest the necessary time and effort to get it right. There is NO substitute for "Grunt Work" and it is essential to meet the prospective partner, understand their technical capabilities, visit their manufacturing unit and assess the management team. With the partners who add to this blog we hope to achieve that. Mark Kennedy Same World Trading

Wednesday, 8 December 2010

It was suggested to me by a colleague that I might want to blog about the “rules of engagement” for global procurement. I always thought this sounded like something you decide when you’re getting ready for to battle, dig in and shell your suppliers.

I would start out by saying that’s not the direction I see supplier relationships going … the successful ones, anyway.

We’re not looking to wage war at all; we’re here to make peace… and live in prosperity. At Same World, we aim to drive the message of winning by collaboration and cooperation, not conflict or confrontation.

Someone once said about being caught up in the Rat Race; that “even if you win, you’re still a rat.” We think that pretty much sums up the old price-focused approach to procurement. One side bashes the other until they can’t stand up anymore, and no one ends up winning, at least not in the long run.

Let me give you some quick background, most companies strive to become your customers’ best supplier, seems simple enough. But to reach that desired result can mean changing everything upstream in the procurement process. That’s not so simple.

At Same World we are often invited to come aboard to drive the implementation of supply chain management best practices.

We work on transforming that OEM’s procurement practices; and to do this we often use lean supplier development to excellent advantage. Working in tandem with suppliers to cut waste, expense, and develop the best possible product for the best possible cost. Lean practices helped make OEMs, and their suppliers, the most competitive and the most profitable.

I often feel more like a preacher sometimes than a purchasing executive, because to affect the changes and to stay competitive means getting the board to take a big leap of faith, to take a new approach to their working relationships, and develop trust in people they’ve long considered adversaries.

We need to take a leaf out of the Japanese book, because the Japanese corporate culture requires partner participation. Nobody needs to be sold on the ideas behind the collaborative approach, because it’s the accepted practice.

Many companies have to go straight to “Square One” and change the philosophical underpinnings in your company and to reverse the perceptions and values that had been formed by years of contentious, price-focused activity. Often a change of heart is needed within the company in order to make the leap to a system that rewards continuous improvement and business practices that are conducted in good faith.

So, in order to go in the right direction and navigate by a recalibrated compass, your aim now is to build relationships based on mutual trust and collaboration. We are talking about getting lean, not mean. It’s not just a nice thing to do, but a smart thing to do. It’s a lot easier – and more effective and long-lasting – to work as a team to remove waste and inefficiency from the value stream.In order to transform the extended value stream, you need to take specific steps that will substantially alter your procurement landscape.

First, you need to move to transform your supply base. What do I mean by that? Simply stated, it means you will have far fewer suppliers you work with. But it will result in strong trust-based relationships with those remaining suppliers we choose to do business with. And they will be partners who share in our success.

For you to become a world-class lean enterprise, you must partner with our suppliers to remove all forms of waste – which equals cost – from their portion of our joint value streams. We’re doing this because about 50 to 60 percent of your costs come from our supply base.

To achieve this you need to be focused on “total cost,” improving processes, trimming time to market, encouraging a freer flow of ideas through trust and partnerships, and achieving elevated financial performance. Of course, this is easier said than done.

Your first strategy is to develop strategic suppliers and commodity strategies. Why? Because we need fewer suppliers to be agile. The trick is in selecting the right ones.

Statistics have shown that companies tend to have 75% more suppliers than they need because they try to play on off against the other on price.

The formula needs to be that components with high value and complexity are core and will ultimately be sourced to a group of about 2.5% of your supplier base, strategic suppliers with whom we will have close and deep relationships. Lower value materials, but still with high complexity, may require to be nearer 5% of near-core suppliers.

Niche suppliers – those in unique products or with patents that restrict your ability to compete – and commodities with low value and less complexity will round out our supply base.

Your expectations of these newly defined “Strategic Suppliers” should be high. These suppliers must exhibit a history of flawless launches, meeting zero PPM and zero disruptions and improving first-time quality. They must be willing to work with you, early in the program design and development phase, to establish cost targets that satisfy your companies model-to-model cost improvement goals. And they must be committed with the right attitude toward continuous waste reduction and lean thinking. That’s crucial, because not everyone is willing or able to travel this new path with you.

Your nest strategy is to develop and manage cost standards that determine what a part, or service, “should” cost, with real details.Once you really know what something should cost, the entire design and sourcing dynamic changes from an “auction mentality” to a joint waste elimination focus. This best practice leads to better designs and better processes and the highest level of true competitiveness.However, it’s imperative that this information be handled with the utmost integrity and confidentiality by both parties.

This is a leading-edge approach because many business models in our industry still tend to push costs down the supply chain rather than remove the waste. In contrast, your business needs to establishBest-in-the-World cost standards and use them in everything you design and buy.

Cost standards allow you to clearly see the gap between our price and the most competitive scientific cost the part or service can be purchased for. They also help reveal gaps in design and manufacturing costs, and permit us to gain knowledge, unlock value and promote continuous improvement through joint activity.

Your next strategy is lean supplier development engineering. It is generating dramatic results and it is beginning to build new levels of trust within our supply base.

This strategy requires the expertise of lean supplier development engineers, dedicated to enabling suppliers to achieve the best levels of lean manufacturing in their operations.

The lean supplier development process starts with a meeting, then a workshop that includes you and the supplier’s CEO, laying out your expectations of each other, with regards to reduction in people costs generally ranging from 20 to nearly 50 percent, increases in productivity need to range from 30 to 60 percent, first- time quality should improve in a range of 10 to 45 percent.

And, as you can guess, this process generates savings, which helps everyone involved. Remember, this is not about eroding margins; it is about eliminating waste and thereby reducing cost. Just as margins are important to your company, your strategic suppliers also need them to remain the most competitive suppliers in the world.

Obviously it is critical that we work with our suppliers and customers as early as possible in the design process, not only to eliminate waste and save money but also to ensure on-time product and flawless vehicle launches.

When you begin to consider the many possible applications for lean principles in design, engineering and production, you begin to understand the profound potential these tools offer us in operating at maximum efficiency and profitability. They are too powerful to ignore!

This is winning by collaboration. It means redefining our idea of “business relationship” – a term that in too many cases has become devalued to mean simply “lunch and a round of golf.” The collaborative model has room for both to win, and plenty of compelling reasons for both to intensify the lean process, since both stand to benefit.

That’s why I said at the beginning … lean supplier best practices are not just a nice thing to do but also a smart thing to do. I sincerely believe that the end result of this approach is a better product at a better price.

The people who truly understand how to implement lean end up with the most competitive product in the marketplace. There’s nothing mystical about it. It’s just good business – and the proof shows up in the bottom line. Seeing these bottom-line results and forging strong relationships with suppliers motivates your team and me to do more. It’s just that simple.

The golden rules really boil down to forming long-term partnerships with a few key suppliers, based on mutual trust. We share ideas, designs, best practices, and the rewards that are derived from eliminating waste from our combined processes. This includes the savings as well as the practical knowledge that we gain from our efforts.

We get stronger, leaner, smarter, more profitable, and more interdependent, which further cements that relationship. It’s certainly easier to develop the necessary trust when you can see the tangible results.

Monday, 9 August 2010

There is no real science to the hidden cost, but many companies chose the CIF route because it is easier, so they think, and therefore hidden costs can be inevitable.

Importers face higher freight costs under CIF terms because the supplier chooses the freight company and is inclined to mark up freight costs for the extra service provided in arranging shipments. There are several reasons for this:

1. The shipper does not have the vested interest or the leverage, to get the best freight price.2. The shipper pays for the insurance; which there may be substantial surcharges.3. Currency rates fluctuate widely and the shipper may charge additional cost to cover them.4. Import quotas, bad weather, and other problems may add additional unexpected cost, which the shipper will cover using a higher rate.5. The shipper will charge a higher rate to cover its administrative costs for licensing, storage, loading, and other activities.

Hidden Costs

Trading Incoterms used to be limited generally to “Cost, Insurance, Freight” (CIF). CIF terms include all insurance and freight charges in the shipping price, making verification of the charges for freight and insurance difficult.

CIF terms can also involve reporting and information delays and incorrect or insufficient shipping documentation. This creates problems as companies increase their number of overseas suppliers and overall freight volume, and can find it harder to obtain information and mange their inbound shipments.

As a result, CIF shippers often build substantial additional freight charges into their rates, which often are not itemized for the importer.

For Greater Control you should use use “Free on Board” (FOB) Incoterms, giving you greater control over their shipments and eliminating the hidden shipping costs that create inefficiencies. Increased supply chain visibility and the control of import shipments are critical FOB benefits.

By taking control as cargo crosses the ship’s rail at the port of origin, importers are better able to obtain accurate and timely shipment information by working with their choice of third party logistics provider.

If you are shipping at present then perhaps you could do with looking at a Freight Audit which Same World Trading can offer a free consultation and a no gain no fee basis.

If you’re not shipping yet but are about to or are thinking about it I can recommend a Freight forwarder who can help you with your new venture or we can offer the full service with Quality Control for your manufacture base, or looking for suppliers. We also offer a representation for your company via our Indian or Chinese offices.

Wednesday, 16 June 2010

Incoterms are standard trade definitions most commonly used in international sales contracts. Devised and published by the International Chamber of Commerce, they clearly divide the rights and obligations of the buyer and seller in relation to the delivery of the goods.

There are 13 Incoterms - or International Commercial Terms - and in order to be sure you are using the correct one it is recommended that you consult the full ICC texts. It is recommended that investment is made in purchasing a copy of the official rules for the interpretation of trade terms (INCOTERMS 2000) from the International Chambers of Commerce or the Institute of Export. Unfortunately, there are many unauthorised summaries and approximate versions available on the internet that are not legally binding. Using these can cause confusion and prove costly.

Types of Incoterms

Incoterms have been grouped into four categories, applicable for sea and inland waterway transport or for all modes of transport. The point of risk and cost transfer in the transport chain moves from the seller's premises to the buyer's place.

Below are the 13 Incoterms - for full details of the risk and cost obligations refer to the Incoterms 2000 wall chart.

1. Departure term Applicable for all modes of transport, including water:

Tuesday, 8 June 2010

You should be aware that if you’re starting a new relationship with a Chinese manufacturer. If they have not dealt with you before, they will require Cash with Order on your first shipment. If you have been referred to them by an influential contact, then they may settle for a large deposit. I’ve never found a manufacturer in China that did not ask for cash up front when embarking on a relationship with a new customer. What follows is a careful climb up the “trust ladder”.

1. Fist business - Cash with Order 2. Dependent on volume - repeat business - Cash before Shipping 3. Several trades later - May get payment terms.

Whilst once you’ve established a good relationship with a supplier, getting payment terms is a good way of doing business, there’s a huge problem for those companies in the UK looking to place their business for the first time. Cash with order effectively means you have to finance the manufacturing yourself, and don’t forget it could easily be 6-8 weeks before you receive your goods. This means you’ll have to raise finance to place an order, which is a fairly risky exercise if you’ve never placed business with that particular manufacturer before.

There are UK companies that specialize in financing Chinese trade, but, as you would expect, they are not cheap. There are also huge issues relating to balance of risk and title to goods. Put very simply you don’t want to pay for and own goods until you are satisfied with quality and availability. There are many horror stories of products received in the UK that bear no resemblance to specification or approved samples. This would be huge problem to your supply chain anyway, but this becomes a complete disaster if you have used up your capital paying for defective goods.

Seeking redress in China is very difficult indeed. Is there a way around this problem? There are options. For example, you could partner with someone who already has a credit line with local Chinese manufacturers. This will involve sacrificing some margin, but could save you thousands of pounds. Financial solutions that balance risk for both sides, such as letters of credit are also very useful.

In this case your supplier knows that as long as he fulfils the terms of the letter of credit he will get paid. However, should he fail to satisfy all the legal criteria, he will only get paid at your discretion.

9. Don’t get involved with Bureaucracy

It’s certainly not making any great claim to say that corruption exists in China. There doesn’t appear to be any clear rules on tax and moving goods around the country can be difficult. Also, you’ll tend to find the rules vary somewhat from province to province, so from the outside China can be a very confusing place to do business.

When trading with any foreign country it’s always wise to work with the system, rather than try and battle against it - because you certainly won’t win! When I started trading with China, the only effective way I found to deal with this issue was to have a trustworthy local presence in the country that knew how to solve problems and keep things moving. This can sometimes be rather a crude way of doing business, but it can often be the difference between success and failure. Even the biggest companies struggle to get the various licences , and there are many, required to trade goods.

Therefore, you should always allow for some disruption from local Bureaucracy, and ensure you have some local capability in place to deal with it.

10. The 3 Golden Rules you should NEVER break

1. Respect the local culture You often find that things you take completely for granted in the UK, are not the same in China. For example if you have a business meeting over dinner, it’s can, depending upon the region, be considered rude to discuss terms etc. over dinner. It’s considered much more polite to discuss your family, and areas outside business. It’s also considered bad luck if you meet on the way out when leaving a restaurant, so it’s polite to allow your guest 10 minutes to leave.

2. Maximise your touch time If a project hit’s a snag it’s not unusual for the normal communication lines of business such as email and telephone, to go very quiet indeed. This problem can be exacerbated by the 7 hour time difference between the UK and China (almost the whole working day!) You should seriously consider, when sourcing a new project in China, working with a project manager that’s experienced in solving problems with manufacturers, and has easy access to them. The alternative tends to be a lot of flights to China, unsuccessful meetings, delays and inflated costs. i.e. Failure!

3. Only ever place business on a referral basis! I cannot stress this rule enough! There is such scope for variation in China that you must place business with manufacturers that have been recommended to you, preferably by one of their existing customers from the UK with a similar product. I can still remember the day I found out that despite following all the steps discussed above, a simple error had left to the wrong steel being used in an injection moulding mould we had procured from Guang Zhou.

We were now at the mercy of the supplier to correct the problem. The only guidance to the outcome was that the Mould Maker came highly recommended by a trusted contact. In the end the Mould Maker remade the tool at his own cost, working around the clock.

Our project was delayed by the mistake, but the situation was recovered. I still get goose bumps imagining what might have happened had we not used a Mould Maker with a proven track record. .

And the biggest Pitfall of all…..FINANCE!

One of the biggest risks you’ll find when sourcing parts and components from China, is that you’ll find that you’ll have to finance the cost of producing your product - upfront! Often bespoke tools and moulds have to be produced, from which your product will be made, which you’ll have to finance before even just one of your products has been produced. So if you get any of the 10 other pitfalls wrong, you’ll probably lose your money! -undoubtedly one of the biggest risks you need to overcome when sourcing from china. Before you give up - I may be able to help. If your project is viable, I may be able to give you the necessary finance to kick start your project in China.

Just send me the details of the product you’re trying to source from a manufacturer, and I’ll try to help, if I can. Just contact me via my website www.sameworldtrading.com

Tuesday, 1 June 2010

One of the most commonly overlooked areas when sourcing from China is that of shipping your goods to the UK. Often an afterthought once goods have been produced, this is an area that can cause huge delays, massively inflated costs - or even worse.. your goods disappear!

There are several areas to be aware of

1. Original costs and quotes can rise Familiarise yourself with the different terms e.g. FOB means goods are just shipped to the port in China. CIF includes shipping and insurance of goods. When negotiating, you can get a ‘door to door’ price for your shipping, so that you can ensure that you’ve covered all costs in your calculations. However, if your Chinese supplier arranges transport, he will expect to make a margin on it.

Engineering your supply lines to the UK is every bit as important as finding a Chinese supplier, and managing the manufacturing process. All your hard work in China can come undone between the factory gates and your UK warehouse.

2. Over packaging can increase costs Be aware that goods can often arrive from China with a huge amount of packaging to protect them during transit. Whilst this ensures your goods will arrive in sound condition, the impact on your business can be significant. For example, say you receive a shipment of 100,000 components individually package, even though you didn’t request this. Now the cost of packaging these goods individually in China with labour rates of 15p per hour will have been insignificant, but you’ll need to pay your staff £8 per hour to unpack them for assembly. If a worker can unpack an average of 20 components per hour, it will cost you nearly £40,000 just to unpack your goods! As mentioned in my section on quality be sure to specify the level of packaging upfront.

3. Pest Control can damage products. Assume your products will be treated with chemicals during shipping, so their packaging must be able to withstand this process.

4. Pay attention to product descriptions Import tariffs vary according to product description, so you should make sure your products are described accurately on your shipping documentation. E.g. if you goods are components and not a finished product, you must ensure that your documents state this clearly, to avoid unwarranted costs.

5. Allow for delays You should allow 4 to 5 weeks from your goods leaving Shanghai / Hong Kong to arriving in the UK. Bureaucracy in China can sometimes add further delays of 2 weeks or more, and if your documentation is incorrect, your shipment will suffer further delays clearing UK customs.

6. Economies of scale pay dividends As already covered in section 3 of this report, you’ll find that if you’re placing repeat and bulk business with your shipping agent you’ll receive a completely different level of service than if you’re just placing occasional business with them. I have a great relationship with my shipping agents, as I’ve built up my business with them over the years, and have become a key account for them.

7. Learn a different kind of negotiation.

One of the hardest things I had to get to grips with when I first started sourcing from China was that of negotiation.

Unlike the UK, you’ll commonly find if you ask if something can be made for a certain price, the answer is always “YES”.

So that’s no problem, you’ll get exactly what you want, right?

WRONG!

Just because a manufacturer in China has said they CAN do something, it doesn’t mean they WILL do it.

To negotiate effectively you need to become a master of asking the right questions, and in many different ways.

I was once introduced to a manufacturer in China by a business contact.

The people were skilled and had excellent communication skills.

Their products were similar to those I needed to source.

Location, core competence, experience, quality systems? They had it all.

Despite running through the logistics of the project many times, I could not fault their grasp of what was involved.

I was on the point of arranging to visit their factory in Dongguan, when I decided to probe a little deeper into their financial position. Everything checked out!

They clearly understood all financial aspects of the project. However, I could not help noticing that their Finance Director was looking a little unhappy and kept sipping, almost convulsively, at his drink.

I decided to dig deeper, almost to the “teaching Granny to suck eggs” level that would be very rude in the UK. It transpired that the working capital cycle for the project would account for 3 times the entire annual sales turnover of their company.

Of course they realised this as soon as I explained the quantities involved, but just could not make themselves say “NO” to the project.

Often a UK salesman will play the game of “first get the order and then we’ll work out how to process it”. However, I suspect the Chinese invented this game thousands of years ago, and furthermore a black belt is the minimum qualification required for a commercial person before being turned loose on customers.

If I can help with finding a manufacturer that CAN and WILL manufacture your product, just contact me via my website. www.sameworldtrading.com

Wednesday, 26 May 2010

This is a huge pitfall to avoid, as you could waste a fortune trying to source a product that just doesn’t fit the Chinese model.

There are many manufacturers in china that produce complex products such as digital cameras and consumer electronics, to a very high standard. However these are usually produced directly for large global companies that have their own strong presence in China, exerting direct control of the manufacturing process, ensuring nothing goes wrong.

Follow this simple rule

The more complex the product, the more ways it can (and will!) go wrong when sourced from China.

Sometimes Chinese assets can become liabilities.

Let me explain.

In the UK we often have a high degree of automation involved in our production processes. This allows us to avoid costly labour when producing.

However, we should not forget that automation often brings repeatability and reproducibility. Microprocessor controlled machinery has not only reduced cost but also enabled precision and quality without the need for expensive rework and scrap.

In most cases, the low labour cost in China more than wipes out the cost benefits of automation.

Enthusiasm for the resultant low cost price can also blind us temporarily to the product problems caused by variation in the process.

This is often hidden during development because endless samples can always be cheaply produced, but the ones submitted for approval may have been selected from a large population of “off spec.” parts.

The Chinese solution to this is often to throw labour (a cheap resource) at the problem. Provided labour content is high and the product not too complex, this solution prevails.

If your product is too complex, or tolerances too tight, this solution will not work.

In general, the Chinese labour force is relatively unskilled, when compared microprocessor aided UK operators, so complexity is always going to be an issue when sourcing Western Standard Components from China.

Need help deciding whether your product is too complex to source from China?

5. Don’t take quality for granted

There is a huge variation in the quality level of products being sourced from China, and this should be an area you pay particular attention to.

It’s simply not sufficient to take a back seat, and let the manufacturer worry about this, as they probably won’t worry about it at all.

In my experience, an ISO certificate in China is no guarantee of quality. So when sourcing from China, managing the level of quality is a great way to remove risk. Here are some general guidelines, direct from my own experience to help control quality

1. Provide your Chinese contacts with a very clear and understandable product specification. Remove all ambiguity and cover all the angles. Try to predict areas and scenarios that could go wrong, and specify the minimum level of quality in each case. Assume nothing.

2. Walk through the entire product development and production process with the manufacturer to ensure that you both fully understand, in detail what will happen at every single stage. Don’t forget to include how your product should be packaged.

3. Never delegate control of the manufacturing process. You must always own and dictate the process, in order to control the level of quality. This may initially mean frequent visits to China, but without this direct ownership, you are throwing the quality (and reputation!) of your product to chance.

4. Be aware that there a two unofficial quality levels in China with two separate price lists: European and Chinese, so if you’re supplying a European based market, you’ll need to specify this.

It is essential to get your supplier to explain all your requirements to you many times until you are absolutely certain that he or she understands perfectly.

If you don’t have access to a trusted local agent you may be working through an interpreter. These are often young people selected for their excellent language skills. It is very unusual to find a good interpreter that is also a competent engineer, or technician.

If you’re looking to source a product from China, and are concerned about the level of quality, contact me to see if I can help you minimise the risk. Just contact me via my website www.sameworldtrading.com

Wednesday, 19 May 2010

So once you’re satisfied that your intellectual property is safe, you should then consider exactly why you want to source from China. Obviously sourcing from China should reduce your costs - but only on certain kinds of products! The whole basis of sourcing from China relies on the simple but huge differential below

Typical Cost of Employment (£/hour) UK = £9.00 China = 1.70p

So it follows that the products and components that require a very high degree of labour intensity, or man hours to produce, will be the ones that offer the greatest opportunities to reduce costs.

So analyse your own product. .

How many man hours from start to finish does it take to produce it?

Does it require hand assembling, filling, or packing off?

Is lots of manual finishing involved?

I began sourcing cosmetic component assemblies from China to supply to UK fillers, when fully assembled products from China became available, landed in the UK, with selling prices lower than the cost price of local unassembled component parts. For example, a Make Up Compact, with Mirror, of the kind carried in a lady’s hand bag, unless produced by automation in the millions, would be assembled by 6 UK workers at rates similar to those in the table above.

In other words a UK purchaser can purchase a local product that has a labour content based on £54/hour, or source from China at £10.20/hour.

However, it’s advisable to check that the manufacturer has the right type of labour force.

For example:

Are they experienced in the processes or products you require?

Are they ethically employed?

Are they well trained?

These may sound like strange questions to ask, but when you consider that the larger factories often have thousands of workers living in site dormitories, there is some variation in how they are treated, and an unethical set up will never be a sound long term business relationship.

Will your product fit the Chinese labour market?

3. Do you have sufficient economies of scale?

There’s no doubt that the larger manufacturers in China prefer larger manufacturing runs and to manufacture in bulk. That’s not to say that you won’t find a manufacturer that will process smaller MOQs. After all, if you look hard enough, and for long enough, you can source anything in China.

Once your goods have been produced, you still have to have them shipped back to the UK (see Part 8. on shipping coming soon), and if you’re shipping your goods in half empty containers, you’ll be paying a huge premium, and wiping out your original cost savings.

Not only that you’ll find that manufacturers, hauliers, shipping agents will take you much more seriously and give you a much better level of service if you’re able to place bulk business with them.

So in summary bulk orders are a must when sourcing from China. However, with every rule there are always exceptions, and there are sometimes ways around this.

When we first started sourcing products from China, we realised that savings were being seriously eroded by the fact we had little purchasing power with freight forwarders, and low container utilisation.

We got around this by partnering with a local Company that shipped unrelated goods to the UK.

This allowed us to gain economies of scope and suddenly, not only we shipping in full containers by sharing capacity with our local partner, but we were also taken more seriously by freight forward companies. Our shipping costs tumbled, as did our partners, and our margins improved dramatically.

If you have a smaller requirements from China, and by that I mean 1 to 5 pallets of goods per shipment, you’ll probably need to trade off the back on someone else’s trade relationships to make it worth your while.

Struggling making your project work in China, due to insufficient order sizes etc. Contact me at www.sameworldtrading.com - we might be able to find you a trade partner to help.

Britaine

International purchasing

About Me

Same World Trading work with customers who want to ‘Do Global Business’ with the UK China or India. We specialize in Inward Foreign investment and JV's With expert procurement management skills, detailed knowledge of global markets and dedicated technology